Success Stories

Our client’s success in meeting their goals is our most important objective.

RX for an Ailing Telecom Group at a Health Services Group

RX for an Ailing Telecom Group at a Health Services Group

Trillium’s client is a not-for-profit community-based regional Health Services Group located in the rural Northwest United States.  Their facilities include several hospitals (including a trauma level 2 facility,) numerous medical and urgent care clinics, a Senior care facility, a conference center, a hospice, and a hospitality house for out-of-town patients and families.  They provide a full range of medical, health care, wellness, and surgical services, and serve a population in excess of a quarter of a million with a staff of nearly 5,000 medical professionals, employees, and volunteers.  Given the critical nature of the services provided, the client requires a very effective telecom infrastructure, running as seamlessly as possible. 

The Health Services Group was experiencing a number of symptoms indicating its telecom was not meeting the business needs of its stakeholders.  They included inconsistent telecom support, unpredictable service delivery, reliance on vendors to identify and solve problems, and unpredictable planned telecom change events.  In addition, Management had limited visibility to existing telecom issues, or how they were being addressed and/or ultimately fixed.  It appeared that telecom work was being done differently depending on the individual doing that work, with one-off and non-repeatable processes being used, and, as a consequence, the impact of telecom work to the organization was unclear.  Also, since there was no clear view of telecom finances, the Group had no idea of their spend or how financially efficient their organization was.  Organizational Management determined that it needed an overall review and assessment of its telecom organization, to determine stakeholder expectations and how best to improve their support. 

How We Solved It

Trillium first surveyed support personnel and key stakeholders to determine a baseline for how well telecom was performing against expectations.  Then, Trillium interviewed numerous stakeholders to help determine the needs from telecom in order to effectively support the client. Trillium performed an analysis that was categorized by People, Process, and Technology.  Numerous recommendations were generated, based on a “crawl, walk, run” approach so that our Client would have a roadmap to its future actions, including business requirements, running telecom projects through its PMO, and adoption of standard processes. In addition, Trillium created a cost estimate to identify the financial impact of the recommendations.

Results

  • Consolidated trouble ticketing and reorganized team to reduced the time to resolve trouble tickets
  • Improved internal image of telecom within the organization
  • Improved service delivery process
  • Created a roadmap for accountability
  • Stabilization of planned changes

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Quickly Developing Critical Cloud Applications

Quickly Developing Critical Cloud Applications

In developing a new cloud services product offering, the client determined late in the development cycle that a user-provisioning system was critical to the project. As one of the world’s largest communications companies, this services would allow third-party developers to access the client’s telecommunications infrastructure for location and mobile services, as well as provide access to membership provisioning information for other internal applications. Trillium was called in to facilitate the development of this critical application in order to launch it at the same time as others already under development.

The other cloud applications had already achieved several milestones. Trillium’s challenge was to introduce the new application development project without jeopardizing the progress. Most importantly, the Trillium team needed to ensure that the new application would interface seamlessly with the others in the cloud – and do it all within the project time frame and budget despite the late start.

How We Solved It

Trillium facilitated joint system requirements, weekly architecture sessions, and proactive issue monitoring and resolution

Results

  • Created a hub for all cloud service products
  • Delivered the project aead of time and on budget
  • Mitigated risk to systems already in development

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Post-Acquisition IT Integration

Post-Acquisition IT Integration

Our IT integration expertise helped save this banking leader from major penalties. With nearly $90 billion in assets and thousands of retail locations, this client is one of the leading consumer and small business banks in the United States. Having recently completed the acquisition of another financial institution, our client was required to disconnect IT systems from the previous owner’s technical environment within a 12-month window. If the client missed that deadline, it would incur a financial penalty of $1 million per day.

Five months into the project it became clear that they would not complete the project on time with the current plans and approaches. A number of issues caused further complication, including limited experience with the new technology, an 1100-mile separation and the fact that the client was actually three different chartered banks in one corporate entity, each with it’s own unique set of legal requirements and technical limitations.  Our challenge was to resolve all these post-acquisition IT integration problems in time to avoid the costly penalties.

How We Solved It

A strategic approach to multi-company enabling with best practices for project governance and testing

Results

  • Saved the client millions of dollars per day by in potential penalties
  • Achieved $4 million in integration value
  • Reduced production defects by 30%

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